System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

Framing quality improvement tools and techniques in healthcare: the case of Improvement Leaders' Guides

The paper presents a study of how quality improvement tools are framed within healthcare settings.\ud \ud The paper employs an interpretive approach to understand how quality improvement tools and techniques are mobilised and legitimated using a case study of the NHS Modernisation Agency Improvement Leaders’ Guides.\ud \ud Improvement Leaders’ Guides were framed within a service improvement approach encouraging the use of quality improvement tools and techniques within healthcare settings. Their use formed part of enacting tools and techniques across different contexts. Whilst this enactment was believed to support the mobililsation of tools and techniques, the experience also illustrated the challenges in distributing such approaches.\ud \ud The paper provides a contribution to our understanding of framing the 'social act' of quality improvement. Given the ongoing emphasis on quality improvement and the persistent challenges involved, it also provides information for healthcare leaders globally in seeking to develop, implement or modify similar tools and distribute leadership within health and social care settings.\ud \ud \u

Scholarly insight Autumn 2017:a Data wrangler perspective

As the OU is going through several fundamental changes, it is important that strategic decisions made by Faculties and senior management are informed by evidence-based research and insights. One way how Data Wranglers provide insights of longitudinal development and performance of OU modules is the Key Metric Report 2017. A particular new element is that data can now also be unpacked and visualised on a Nation-level. As evidenced by the Nation-level reporting, there are substantial variations of success across the four Nations, and we hope that our interactive dashboards allow OU staff to unpack the underlying data. The second way Data Wranglers provide insight to Faculties and Units is through the Scholarly insight report series. Building on the previous two reports whereby we reported on substantial variation and inconsistencies in learning designs and assessment practices within qualifications across the OU, in this Scholarly insight Autumn 2017 report we address four big pedagogical questions that were framed and co-constructed together with the Faculties and LTI units. Many Faculties and colleagues have reacted positively on our Scholarly insight Spring 2017 report, whereby for the first time we were able to show empirically that students experienced substantial variations in success within 12 large OU qualifications. As evidenced in our previous report, 55% of variation in students’ success over time was explained by OU institutional factors (i.e., how students were assessed within their respective module; how students were able to effectively transition from one learning design of one module to the next one), rather than students’ characteristics, engagement and behaviour. We have received several queries and questions from Faculties and Units about how to better understand these students’ journeys, and how qualifications and module designs could be better aligned within their respective qualification(s). As these are complex conceptual and Big Pedagogy questions, in Chapter 1 we continued these complex analyses by looking at the transitional processes of the first two modules that OU students take, and how well aligned these modules and qualification paths are. In Chapter 2, we explored the more fine-grained, qualitative, and lived experiences of 19 students across a range of qualifications to understand how OU grading practices and (in)consistencies of assessment and feedback influenced their affect, behaviour, and cognition. In addition to building on previous topics, we introduced two new Scholarly insights in Chapter 3 and Chapter 4. As the OU is increasingly using learning analytics to support our staff and students, in Chapter 3 we analysed the impact of giving Predictive Learning Analytics to over 500 Associate Lecturers across 31 modules on student retention. Finally, in Chapter 4 we explored the impact of first presentations of new modules on pass rates and satisfaction, whereby we were able to bust another myth that may have profound implications for Student First Transformation. Working organically in various Faculty sub-group meetings and LTI Units and in a google doc with various key stakeholders in the Faculties , we hope that our Scholarly insights can help to inform our staff, but also spark some ideas how to further improve our module designs and qualification pathways. Of course we are keen to hear what other topics require Scholarly insight

An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function

Sustainable competitive advantage is increasingly dependent upon a firm’s ability to manage both its knowledge stocks and flows. We examine how different employees’ knowledge stocks are managed within a firm and how—through their recombination and renewal—those stocks can create sustainable competitive advantage. To do this, we first establish an architectural framework for managing human resources and review how the framework provides a foundation for studying alternative employment arrangements used by firms in allocating knowledge stocks. Next, we extend the architecture by examining how knowledge stocks (human capital) can be both recombined and renewed through cooperative and entrepreneurial archetypes. We then position two HR configurations to focus on facilitating these two archetypes. By identifying and managing different forms of social capital across employee groups within the architecture, HR practices can facilitate the flow of knowledge within the firm, which ultimately leads to sustainable competitive advantage

International Education Planning Rubric: State Strategies to Prepare Globally Competent Students

Offers guidance for planning and assessing state strategies to develop students' global competence, including language, communication, and collaboration skills. Lists promising practices in leadership, resource allocation, certification, and curricula

Operations Management Curricula: Literature Review and Analysis

A review and analysis of studies on the interface between Operations Management (OM) academicians and industry practitioners indicate the existence of a persistent gap between what is being taught and what is relevant to practitioners in their daily jobs. The majority of practitioner studies have been directed at upper management levels, yet academia typically educates students for entry level or management trainee (undergraduate) and mid-management (MBA) positions. A recurring finding was that academicians prefer to teach quantitative techniques while practitioners favor qualitative concepts. The OM curricula literature shows some disagreements between academicians concerning subject matter, and a wide variety of teaching opinions. This paper provides an extensive analytical review of OM curricula literature along with their respective authors’ conclusions. From this analysis we suggest a customer-focused business plan to close the gap between industry and academia. This plan can be modified to account for faculty teaching and research interests, local industry requirements and institution specific factors such as class sizes and resources